PHASE II - DEVELOPMENT OF THE OPERATION DESIGN

Foreword 

     Once  the steps or activities of Phase I are completed,  the 
team  is  ready  to go into Phase II.   During  this  phase,  the 
participants' activities are focused upon carrying out two  major 
functions:

          The PLAN FORMULATION in Stage 3 and 
          The ORGANIZATION DESIGN in Stage 4.

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STAGE 3 - PLAN FORMULATION
**************************

     After  an assessment of the situation, the  direction  which 
the  system  has to take is charted.  This is  then  followed  by 
tracing  the steps and measures for the realistic  pursuance  and 
attainment  of  the  defined direction.   Thus,  the  design  and 
development  of a plan of action is accomplished.  This  plan  of 
action   must  be  systematically  and  effectively  respond   to 
identified problems and needs as well as bring to realization the 
vision and mission of the system.

     Plan  formulation emerges from an analytical examination  of 
the  system.  It now calls for an analytic-synthetic process  for 
design and development activity.

     This stage includes the following steps:

Step 1. Restate the vision and mission of the  macrosystem,  if 
          necessary.

Step 2. In the light of the vision-mission of  the  macrosystem, 
          restate the vision and mission of the focal system,  if           
          necessary.

Step 3. Review the pragmatic situation.

Step 4. State the goal/s.

Step 5. Construct terminal performance objective  and  enabling 
          objectives.
     
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STEP 1. RESTATE THE VISION AND MISSION OF THE MACROSYSTEM.
----------------------------------------------------------
     The  broad  perception of the reasons for existence  of  the 
"total" organization may now be clearer after all the  activities 

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in  the  first phase.  In this step there may be a  necessity  to 
restate the vision and mission of the macrosystem (Department  of 
Surgery) in order to bring into clearer focus the planned  change 
which will be designed in this stage.

***INSTRUCTION   1.  Restate  the  vision  and  mission  of   the 
          Department of Surgery.

VISION:

MISSION:

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STEP 2. RESTATE THE VISION AND MISSION OF THE FOCAL SYSTEM.
-----------------------------------------------------------
     The  vision  and mission of the focal system (GSI)  must  be 
properly   situated  within  the  vision  and  mission   of   the 
macrosystem  (Department of Surgery).  If the vision and  mission 
of the macrosystem have been restated in the preceding step, then 
there may also be a need to restate the vision and mission of the 
focal system.  It is to be remembered that the vision-mission  of 
the  focal  system  flows  from the vision  and  mission  of  the 
macrosystem  thus they may be LESS ABSTRACT and GENERAL in  scope 
and nature.

***INSTRUCTION 2. Restate the vision and mission of GSI.

VISION:

MISSION:

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STEP 3. REVIEW PRAGMATIC SITUATION.
------------------------------------
     Having  made the system analysis in the second stage of  the 
first phase, the team should  now have a better understanding  of 
the system and a clearer picture of the situation.

     The   redefinition  of  the  vision  and  mission   of   the 
macrosystem  and focal system in the immediately preceding  steps 
becomes  the basis for drawing up the plan of action in the  next 
steps.   However,  a  review of the  pragmatic  situation  -  the 
problems  and the needs, the courses of action to be taken  -  is 
also called for in this step in order to determine the  DIRECTION
which the focal system has to take.

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STEP 4. STATE THE GOAL/S.
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     The  goal  is the direction which  the  organization  takes.  
While considering the vision and mission of the focal system  and 
the identified problems and needs in the situation, the team now 
determines the direction which the focal system has to take.

     GOAL   is   the  specific  thrust   or  emphasis   that   an 
organization takes within a particular time and space in order to 
live its mission and thus eventually attain its vision.

     A GOAL is SPECIFIC, MEASURABLE, ATTAINABLE, RELEVANT,  TIME-
BOUND.

     How a goal is formulated:  
          It starts with to ...................................

     The GOAL is based on:
     1. The root-cause problem and 
     2. The priority needs.

***INSTRUCTION: Formulate the goal/s of GSI.

     GOAL/S:

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STEP 5A. CONSTRUCT TERMINAL PERFORMANCE OBJECTIVES.
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     The  goal is still abstract - it has to be  translated  into 
operational  terms by drawing up the objectives.  The  objectives 
are the goal in operation.

     OBJECTIVES  are target results which the organization  seeks 
to  attain to realize a goal.  They are expressed  in  measurable 
and concrete forms.

     Kinds of objectives:
     1.  TPO - Terminal Performance Objective presents a behavior 
               which  is expected to be realized at the end of  a 
               given time frame.
     2. EO - Enabling Objectives spell out the specific steps  or 
               activities needed to facilitate the realization of 
               the TPO.

     In  this step the team is now ready to design and develop an 
action plan which will introduce change into the system in  order 
to respond to identified problems and needs and at the same  time 
to  bring into approximate realization of the vision and  mission 
of the system.

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     It will be important to remember that this action plan  must 
be REALISTIC AND FEASIBLE.

     The Terminal Performance Objective should be written in  the 
CABD  format, where C - condition; A - actors or performers; B  - 
behavior; and D - degree.  The goal becomes the B or behavior  of 
the TPO.

***INSTRUCTION 1. Formulate the Terminal Performance Objective of
          GSI.

C -

A -

B -

D -

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STEP 5B. CONSTRUCT ENABLING OBJECTIVES (EO).
---------------------------------------------
     The Terminal Performance Objective needs further elaboration 
and  development  by way of the ENABLING OBJECTIVES.  These   EOs 
together with the TPO lays out a comprehensive action plan.

     The EOs logically and technically proceeds from the  degrees 
of the TPO.  Thus, there will be as many EOs as there are degrees 
of the TPO.

     The  EOs are written not necessarily in the CABD  format  of 
the  TPO,  but  just in an ABD format.  Each degree  of  the  TPO 
becomes the B or Behavior of each EO.

***INSTRUCTION 1: Formulate the ENABLING OBJECTIVES.

EO1

A -

B -

D -

EO2 

A - 

B - 

D -

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STAGE 4 - ORGANIZATION DESIGN
******************************
     In this stage, in order to organize people in the system for 
the implementation of the plan of action which has been developed 
in  the preceding stage, the team has to draw up an  organization 
design which can be accomplished through the following steps:

     Step 1 - Construct the organization chart.
     Step 2 - Define roles and functions.
     Step 3 - Establish communication-control network.

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STEP 1. CONSTRUCT ORGANIZATION CHART.
-------------------------------------
     In  this  step, the team recalls the goal/s  and  objectives 
which they have developed in the preceding stage.  The team  then 
tries  to visualize an organizational set-up for the  realization 
of  these  goal/s and objectives.  It is to  be  remembered  that 
organization  occurs  when  activities/duties  are  divided   and 
related into a coordinated design or setup; it therefore provides 
not  only for the division of work but likewise for the  role  of 
people involved with the work in the system.

     ORGANIZATION  CHART is the map which gives a picture of  the 
organizational  set-up  of  the system.   It  shows  3  important 
features in the system:

          1. The ROLE OF THE OFFICE held by a person or team of 
               persons in the organization.
          2. THE LINES or FLOW OF AUTHORITY.
          3. THE RELATIONSHIPS among the different offices or job 
               positions.

     It  does not refer to the total system itself but rather  to 
the  arrangement  and administration of people in the  system  in 
view  of  responsibilities/jobs  to be carried out  in  order  to 
attain desired goals and objectives.

     Important considerations:
          1. Unity of command     
          2. Span of control

***INSTRUCTION 1: Construct an organization chart for GSI.

The GSI Organization Chart

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STEP 2. DEFINE ROLES AND FUNCTIONS.
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     The  organization chart provides people an insight into  the 
operations of the system and into the roles of individuals in the 
system.  However, this does not immediately assure knowledge  and 
understanding of ramifications of such roles and operation.  Thus 
the need for a definition/delineation of roles and functions.

     ROLE - Office or Post assumed.
     KEY OBJECTIVES - Primary purpose of the role/office.
     KEY STANDARDS - Primary criteria to measure successful 
                     accomplishment of the role/office.
     FUNCTIONS - The 4 main/general areas of performance expected 
                    of a specific role - PLANNING, ORGANIZING,
                    LEADING, and CONTROLLING.
     RESPONSIBILITIES - The practical process or action designed 
                         to a role in view of a function.
     TASKS - The detailed operational steps to be done in view of 
               a responsibility.

     ACCOUNTABILITY -

     FUNCTIONS           RESPONSIBILITIES         TASKS

     PLANNING            FORECASTING
                         DEVELOPING OBJECTIVES
                         PROGRAMMING
                         SCHEDULING
                         BUDGETING
                         DEVELOPING PROCEDURES
                         DEVELOPING POLICIES

     ORGANIZING          DEVELOPING ORGANIZATION 
                              STRUCTURES
                         DELEGATING
                         DEVELOPING RELATIONSHIPS
          
     LEADING             DECISION-MAKING
                         COMMUNICATING
                         MOTIVATING
                         SELECTING PEOPLE
                         DEVELOPING PEOPLE

     CONTROLLING         DEVELOPING PERFORMANCE
                              STANDARD
                         MEASURING PERFORMANCE
                         EVALUATING PERFORMANCE
                         CORRECTING PERFORMANCE

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***INSTRUCTION  1:  Define roles and functions  using  the  guide 
given above.

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STEP 2. ESTABLISH COMMUNICATION-CONTROL NETWORK.
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     Communication  or transfer of information is vital  for  the 
operations  of  a system.  In the same degree,  communication  is 
important  for  a coordinated and effective implementation  of  a 
plan  of action.  Thus, communication must be kept going  in  the 
system.   Nevertheless,  communication itself may  give  rise  to 
organizational   problems.   It  is  for  this  reason   that   a 
communication-control network needs to be established in order to 
systematize and regulate communication.

     In  order to establish a communication-control network,  the 
team has to go over the plan of action and pick out the  decision 
area/activities  incorporated  in  the  plan.   These  are   then 
properly lined up.  Then a system of communication is designed  - 
giving due consideration to the people who -

          1. may suggest
          2. must be consulted
          3. may approve
          4. may authorize
          5. must be kept informed

     COMMUNICATION  is  the  process  of  flow  or  exchange   of 
information in a system vital for the life of the organization in 
order to have understanding and coordination among members.

     CONTROL   is   the  process  of   ordering   or   regulating 
comunication or information transfer in an organization.

***INSTRUCTION 1: Formulate the communication-control network  of 
                    GSI using the guide below.

                         SOURCES OF     CONTROL      INFORMATION
                         INFORMATION    POINTS       FLOW
ACTIVITIES     AGENT
              INITIATOR   1      2      3    4       5       6 

     1. May give suggestions.
     2. Must be consulted.
     3. Must approve.
     4. Must authorize.
     5. Must be informed/receiver/s.
     6. Manner or mode of information.

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